Discounting golf membership can feel like the quickest way to generate joiners. Offers such as “no joining fee” or “15 months for 12” create urgency. They also create a spike in enquiries. But the bigger question is what happens next.
From our experience working with clubs, discounting rarely fixes the real issue. It often masks it. You fill a gap today, then inherit a bigger problem at renewal.
Membership offers work because they feel risk-free to the golfer. They create a sense of “I’d be silly not to”. That can be useful if you need fast volume.
But offers attract a certain type of buyer. Many are price-led. They might enjoy your course. They may even love the club. Yet their decision was still driven by the deal.
That matters later. The deal becomes their reference point. Not the club experience. Not the community. Not the benefits of belonging.
The hardest part is year two. Year one felt like a bargain. Year two feels like a price jump. Even if your fee is fair. This is where churn grows. Some members stay, because they’ve built a habit. Others leave, because they never fully committed.
Clubs then react in the same way. They launch another offer. The cycle repeats. Each year becomes a bigger push for new joiners. The renewal issue stays unsolved.
Existing members are rarely vocal at first. But they notice. They paid full price while new members got extra months free. That creates a perception problem. Loyal members can feel taken for granted. Some will question whether they should have waited too.
It can also increase pressure on expectations. If a golfer joins on an offer, they still expect full value. Sometimes they expect more. This can strain staff time and club resources.
Discounting also shapes your reputation in the local market. Golfers start to associate your membership with deals. That can be hard to undo. It can also trigger price competition. Another club in your area responds. They run 16 months for 12. Now you have a race you cannot win. Over time, membership becomes a commodity. The decision becomes about price, not belonging.
This is the uncomfortable question. If full membership only sells on an offer, what is the market telling you? The issue might be price. But it could be the product. Full membership suits committed golfers. It does not suit everyone.
Many golfers are time-poor. They have work and family commitments. They may play once a month. They want membership, but not the full jump. If your options are full membership or nothing, you lose them.
The best alternative is to protect your core category. Keep full membership as your premium product. Build a pathway below it.
A flexible membership category is often the smarter move. It gives golfers a lower commitment option. It also protects peak tee times. It is not a discount. It is a different product with different rules. Points-based access helps control demand. It also supports yield management.
Flexible membership can help in three key areas. It converts green fee golfers into repeat customers. It retains members who might otherwise resign. It creates upgrades into full membership later.
You can also strengthen value without changing price. Improve onboarding, especially in the first 90 days. Run beginner-friendly competitions. Promote coaching and social golf. Communicate consistently through the year.
Retention improves when members feel involved.
Discounting can generate joiners. But it can also weaken loyalty and value. It may solve a short-term problem while creating long-term churn.
Value-led growth is more sustainable. Keep full membership as your crown jewel. Add products that fit modern golfing habits.
Because the strongest membership strategy is not the cheapest. It is the one that keeps golfers connected for years.